A

Summer Training Report

On

“TRAINING NEEDS ANALYSIS”

IN

KRISHNA MARUTI LTD.

Submitted in partial fulfilment of the requirement of Bachelor of Business Administration

(BBA), Guru Jambheshwar University of Science & Technology, Hisar

Training Supervisor Submitted by

Mr. Devanand Sunil Kumar

Officer (HR) 07511112057

Session 2009-10

Directorate of Distance Education

Guru Jambheshwar University of Science & Technology, Hisar

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 PREFACE

I thank everyone who has contributed to make this experience complete and stimulating.

An undergraduate would have absolutely no idea of the functioning of the industry. He

would probably be unaware about the department and their functioning. He would be

completely ignorant of the working condition and the environment. A vocational training

prepares you for all that you are going to face once you complete the pre-graduate degree

program. Because one should not walk out of a professional college just as he is walking

out of a normal college, he needs a professional and practical knowledge along with

theoretical background and six-week among the hardcore professionals can teach a lot.

The following report discusses the detail of these experiences and about the

project. I am proud to get the opportunity to have my practical training in one of the most

reputed organization i.e. KRISHNA MARUTI LTD.

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 ACKNOWLEDGEMENT

This project report prepared by me is a result of the joint effort of several helping hands
of the Personnel Department of “Krishna Maruti Ltd.”. The knowledge of our
theoretical studies is absolutely incomplete without its proper implementation and
application in the diversified corporate world of today. I have been really opportunistic to
be a part of the Escort Group during my summer training, which is one of the leading
business houses in today’s scenario.

An undertaking of study like this is never an outcome of efforts put in by a

single person, rather it bears imprint of number of persons who directly or indirectly
helped me in completing the study.

At the onset, I would like to thank Professor (Dr.) R.C. Sharma, Advisor, Amity

Business School Study Centre, for his guidance, encouragement and support without

which we would not have had the knowledge base on which to proceed on the project.

I would also like to thank KRISHNA MARUTI LTD. for providing me the

opportunity. I would also thank to Mr. S. S. Dhankhad (HR Manager), and the whole

HR Dept. for their valuable inputs that shall hold me in good stead for my career ahead.

In the list of those whose help I treasure, I must mention my guide Mr. Devanand

(Officer-HR), for his guidance, patience, support, and attention, which has resulted in

successful completion of this project.

I am also thankful to my Faculty Guide Mr. Yogesh Patter for his help in

completion of my project.

Sunil Kumar

EXECUTIVE SUMMARY

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Training Needs Analysis (TNA) is the process by which training and development needs
are identified. The purpose of a TNA is to outline at the start of a project how the
organizational objectives will be realized through the delivery of a staff training program
that will focus on improved and/or changed skills, knowledge and/or attitudes of those
directly involved or affected by the ‘change’. As well as analyzing training needs at an
individual level, the process must consider the links to both functional and organizational
objectives.

There are many benefits to an effective and rigorous TNA. It leads to the development of
a clear and agreed approach to training and designing of training solutions that match
required need. It facilitates identification of pre-requisites to training and risks,
assumptions, constraints and dependencies that affect the training plan. It increases the
likelihood of developing a culture of learning, enabling faster and more effective change.

This project report completely focuses on the Training Needs Analysis process at
KRISHNA MARUTI LTD. which is a world's leading company in the automobile
sector. Krishna Maruti Ltd. started its business in a single product (seating system for
Maruti 800 and commenced operations in 1994. Today it manufactures 8 different
products which are used in 100 different models.

This project is an attempt to highlight the essential procedure followed for identifying the
training needs of the employees. “TRAINING NEEDS ANALYSIS” is the major &
most important systems to be followed by every organization for further other jobs to be
accomplished successfully. Methods, techniques and process are briefly explained in this
project with respect to training need analysis process.
A detailed and exhaustive exploratory research is done in the circle office through
relevant methods to delineate training needs of employees that generally, contribute to the
development of effective training program, to understand the current trends in training
need analysis in Industry and to know the company profile.

SCOPE OF THE STUDY

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 A student can gain this practical knowledge when he comes to same

environment. He/she must have knowledge to tackle various types of problems, which

arise in business. He/she can be able to do it, when actually faces the problem. This is

only possible during training period. A student may have a sufficient attitude for his/her

future job, but systematic practical training is essential to bring in his/her confidence for

job performance, mental preparation, which enable him/her to take a future job

responsibility.

As discussed above importance and objectives of training, besides all this, such

training gives confidence in the under-graduate to face the corporate world after

completion of his/her graduation. Following are the purpose of doing the training: -

1. In this, ability to perform work efficiently & effectively is being developed.

2. It helps in developing a good attitude during the training with regard to actual job

requirement.

3. It helps to know about management, information about company, its product,

services & policies.

So, as total above, I had the privilege of receiving my practical training in

Krishna Maruti Ltd. The management of company offered excellent learning situation

& sufficient facilities, to fulfil the objectives of the training.

TABLE OF CONTENTS

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S. No. Contents Page no

1. Introduction 1

2. Company’s Profile and Organizational Structure 8

3. Objective of the Study 27

4. Research Methodology 29

5. Analysis of the Problem Under Study 33

6. Interpretation of Result 40

7. Suggestions / Recommendations 51

8. References (Bibliography & Websites) 53

9. Annexure 55

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INTRODUCTION

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 TRAINING

The term Training refers to the acquisition of knowledge, skills, and competencies as a
result of the teaching of vocational or practical skills and knowledge that relate to specific
useful competencies. It forms the core of apprenticeships and provides the backbone of
content at technical-colleges and polytechnics. In addition to the basic training required
for a trade, occupation or profession, observers of the labor-market [who?] recognize today
the need to continue training beyond initial qualifications: to maintain, upgrade and
update skills throughout working life. People within many professions and occupations
may refer to this sort of training as professional development.

KNOWLEDGE & SKILLS

• Knowledge is information specific and particular to a subject, enabling a person to

understand a subject to an acceptable level.
• Skill is a developed aptitude or ability in a particular intellectual or physical area.
• Attitude is an internal state which affects one’s choice of action towards some
objects, persons or events.

Knowledge, Skills and Attitudes versus Competencies

Knowing what jobs will be done, now and in the future is the first step. Then comes the
more detailed analytical process for each category of employees covered:

 What capabilities will be required to carry out the job? (the person specification)
 What capabilities do existing employees possess? (a formal or informal skills
analysis)
 What are the gaps between existing capabilities and the new requirements? (The
learning specification).
 What are the general skills required to job?
 What are role of knowledge and experiences of the candidates?

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  others

TYPES OF TRAINING METHODS

 On The Job Methods

• Job Instruction Training

– Trainee receive an overview of job
– Trainer demonstrate the job
– Employee is Permitted to copy trainer’s way
– Employee does it without supervision

• Coaching
– Involves learning by doing
– Daily training and feedback

• Mentoring
– Senior Manager takes the responsibility to groom a subordinate

• Job Rotation
• Orientation Training
• Apprenticeship Training
• Internship Training
• Assistance ships Training
• Committee Assignments

 Off The Job Methods

• Vestibule Training
• Role Playing
• Lecture Method
• Special Study
• Conference/Discussion

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 • Programmed Instruction
• Laboratory Training
• Simulation
• Case Study
• Conference
• Discussion
• Television
• Films

TRAINING PROCESS

10
TNA (Training Need Analysis)

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 Developing Training Plan

Training Manual

Developing Training Calendar

Training
MIS

Needs For Providing The Training Programme To Employees

 Leads to improved profitability and/or more positive attitudes toward profit

orientation.
 Improves the job knowledge and skills at all levels of the organisation.
 Improves the morale of the workforce.
 Helps people identify with organisational goals.

 Helps create a better corporate image.

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 Fosters authenticity, openness and trust.
 Improves the relationship between boss and subordinate.
 Aids in organisational development.
 Helps prepare guidelines for work.
 Aids in understanding and carrying out organisational policies.
 Provides information for future needs in all areas of the organisation.

 Aids in development for promotion from within.

 Aids in developing leadership skills, motivation, loyalty, better attitudes, and other
aspects that successful workers and managers usually display.
 Aids in developing productivity and/or quality of work.
 Helps keep costs down in many areas e.g. production, personnel, administration, etc.
 Improves labour- management relations.

 Reduces outside consulting costs by utilising competent internal consulting.

 Stimulates preventive management as opposed to putting out fires.
 Creates an appropriate climate for growth, communication.
 Helps employees adjust to change.

 Helps employees to handle conflict, and thereby helps them to overcome stress and
tension.
 Improves moral

TRAINING NEED ANALYSIS (TNA)

TNA is the systematic gathering of data to find out where there are gaps in the existing
skills, knowledge and attitudes of employees. It involves the gathering of data about
existing employees’ capabilities and organizational demands for skills, and the analysis of
the implications of new and changed roles for changes in capability.

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It often flows from the business strategy, as the aim of identifying needs is to be able to
build a plan to offer appropriate learning opportunities to fill the gaps identified and
ensure that there is sufficient capability for the organization to meet its objectives.

IMPORTANCE OF TNA

Careful analysis of needs is important because:

 Unless the right quality of human capital is present, organizations may struggle to
implement strategies and achieve targets. Analyzing the areas where capability
needs to be enhanced allows organizations to create a human capital investment
strategy to support business objectives.
 Providing learning opportunities to staff enables them to develop and achieve
personal and career goals.
 Well-planned training is an effective retention strategy, particularly for ambitious
and externally mobile employees.
 All training provision should be designed to meet previously identified learning
needs in order to be cost-effective. If an initial assessment using the correct
assumptions is made about who needs to learn what, then it is likely that
effective training or learning provision will result.
 Having a clear idea of what needs to be learned and the outcomes expected
provides a foundation for training and learning professionals to evaluate the
effectiveness of implementation of the learning strategy.
 Having information regarding the appointment and promotional strategies of the
employees.

OBJECTIVES OF TNA

The TNA process will facilitate the identification of training requirements, the planning of
associated training activities, and the development of the training Resource Plan, early in
the project cycle. This means that the training programme can be designed to ensure that
training is:

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  Linked clearly to organizational objectives, project benefits, and expected
outcomes.

 Incorporated into the wider Project, Resource, and Implementation Plans;

 Designed to support and promote the messages contained within the Business
Change
 Management and Communications Strategies of the NPFIT project;

 Developed to address individual training requirements, in terms of both

knowledge and preferred learning style, and according to accepted training
principles supported by the organization;

 Delivered with minimal impact on ‘business as usual’ by methods appropriate

to the needs of the training audiences, and within acceptable timeframes;

 Cognizant of restrictions and limitations, whether due to organizational,

individual and/or political factors, that affects the training approach adopted.

LEVELS FOR TNA

TNA can be undertaken at a number of levels.

 For the organization as a whole - Usually undertaken by the Learning and

Development (L&D) team or the HR department. The aim is to understand the

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 amount and types of learning that will be needed to ensure that all employees have
the right knowledge, skills and attitudes to perform the jobs they do. Ultimately
such a survey is ensuring that the skills will be available for the organization to
meet its strategic objectives, and may cover the short-term (within a year) or look
to the longer term in order to ensure the supply of the right skills at points in the
future. The latter may be very important if human capital needs are going to be
changing with business circumstances, if it will take several years to either recruit
people with the right skills, or develop existing employees’ skills and knowledge
to the level required in the future. Such an analysis may also investigate the
alternative routes of deciding whether to buy in talent (if it is available) or grow
the capabilities of those currently employed.

 For a specific department, project or area of work. These may be one-off

projects, where a change or a new way of working, or reorganization necessitates
changes in the jobs people do. Research will have to be carried out on what
demands the new or changed jobs will make and any gaps identified between
employees’ current skills and the skills needed to meet the new demands. Even if
no radical changes are planned senior managers expect their business partners to
continuously analyze and update the requirements for learning in their areas of
responsibility.
 For the individual - often this will take place at appraisal with the employee and
their line manager. Needs may cover enhancing skills to improve performance on
the current job, to deal with forthcoming changes, or developmental needs that
will enable the individual to progress their career

CAPABILITY ANALYSIS

Training professionals have used a breakdown of capabilities into ‘knowledge, skills, and
attitude’ as convenient shorthand for analyzing needs and it is a useful way to ensure that
no requirements are missed. For example, in looking at the requirements for competence
in a project manager:

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  Knowledge elements might cover the nature of the projects managed, techniques
of project management, and possibly the system used to manage projects in that
part of your organization.
 You would expect high levels of skill in dealing with other people, managing the
project team, and perhaps influencing senior managers or important stakeholders.
 You might also look for some attitudinal requirements such as attention to detail,
and drive or persistence, to overcome obstacles or to see the project through.

However, the development of competency frameworks has overtaken this in many

organizations, and these provide more detailed structures for looking at job requirements
– see our fact sheet on competency and competency frameworks for more information.

The task then becomes one of comparing current and new roles with the demands set out
in your organization’s framework, or against generic frameworks. Where current
employees’ capabilities have also been matched against a framework, then it becomes
easier to identify the gaps.

‘Attitudes’ or motivation, or personal interests are very important inputs to the TNA. For
example the AMO theory of Appelbaumetal states that performance is a function of
employees’ Ability, Motivation and Opportunity to participate. Where changes impact
adversely on individual motivation, or, for example, involve the breaking up of existing
teams, then some of the plans set after the TNA may include organizational development
interventions to investigate people’s issues and find ways of realigning their views with
the organization’s objectives.

Either the three categories or your organization’s competency framework are needed to
ensure that when new jobs are created, existing ones are changed, and new people
recruited, a full comparison is made between current capabilities and job demands.

TNA COMMUNICATION

Communications before, during and following TNA work should be carefully planned
and completed so that your findings do not come as a ‘shock’ to people. Completing TNA

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can also provide a good opportunity to: raise awareness; begin to manage expectations,
and, build commitment to the programme. Therefore completing TNA can in itself
provide a valuable communication function and, as with all communications, should be
tied in with the wider business change activities which are in place. The following aspects
of communication should be consistent with the business change and communication
activities:
• Definition of the channels of communication which will be used.
• The audience to analyse – ensuring that all affected parties, not necessarily just those
who will need training, are consulted (e.g. line mangers of those to be trained)
• Subsequently how to socialize the results, in particular the interim review process of the
Initial results (to check they make sense in the practical environment), and, the ‘final’
issue of results should be carefully considered.

TNA PLANNING

The collection of information is an instrumental and indispensable part of any TNA. For
an organizational or a departmental analysis, the following table gives some types of data
may need to be collected.

Type of data What to include

Business objectives What is required in terms of outputs, levels of customer service,
interactions with other parts of the organization, etc? How these
are measured. What is going to change?
Technology and How jobs are done now, in terms of organization and resources
organization of work available. What technologies do people use, and how this might
change? Changes may also be planned in terms of numbers of
people to carry out the targeted performance or in terms of the
way they are supervised or managed.
Employee Who is currently employed in the area you are analysing. Whether
demographics numbers are increasing or decreasing, who is joining and leaving.
What categories of employees are included?
Education / Basic education, vocational or academic qualifications which can
qualifications be linked to assumptions about people's expectations around

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 learning provision, cognitive or thinking abilities, as well as their
level of current skills and knowledge.
Past experience What previous knowledge, skills, and behaviours have been
expected in the past, and are required currently. This may be
linked to the organization’s competence framework. Experience of
past training interventions.

Job roles / What individuals are doing at the moment, and what implications
responsibilities any changes will have for their roles?

Current competence Current performance levels of individuals and teams, and any
areas where competence needs to increase. This can be measured
against both current and changed roles.

Employee status Are people full or part-time, permanent or temporary, fixed

contract or short-term contract?

Location Where people are located in terms of geographical dispersion and

access to training provision.

Length of time in The length of time people have spent in their current role might
job have an important bearing when it comes to meeting any
identified training needs.

Employee attitudes How employees feel about change that is going on and whether
and culture they see it as opportunity or threat. How this will affect their
willingness to learn and acquire new skills. Whether the
organization wants to change attitudes, for example in the way
customers are treated, or to focus on particular performance
standards.

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20
COMPANY’S PROFILE

AND

ORGANISATIONAL

STRUCTURE

21
KRISHNA MARUTI’S HISTORY

Krishna Maruti Limited (KML) was incorporated under the name “Sona Car Seat Ltd.”
for manufacturing cars seats. In 1994 the name of the company was changed to KML,
following acquisition of 24.3% shareholding by SMC and 13.1% MSIL. KML was
originally promoted as a second vendor for the seating requirement for MSIL’s passenger
cars and MUVs. Post 1990-00 KML diversified its operations to manufacture door trims
and roof headliners for MSIL’s compact segment models. Currently, KML is the largest
supplier of seat sets and door trims to MSIL, besides supplying non-door trim parts. KML
also manufactures injection moulded plastics components for Honda Motorcycles and
Scooters India Ltd. (MSIL) and Suzuki Motorcycle India Pvt. Ltd. (SMIL). The company
has three plants at Gurgaon, Manesar and Binola. While the Gurgaon plant caters to seats
sets, the Manesar plant is dedicated for door trim supplies to MSIL and the Binola plant
manufactures and supplies two-wheeler parts to HMSI and SMIL and non-door trim parts
to MSIL.

RECENT RESULTS

During 9m 2008-09, KML’s income at Rs. 4231 million reported a growth of 15% over
the corresponding previous period. Also, the company’s profit before depreciation,
interest and tax at Rs. 307 million reported an increase of 14% in 9m 2008-09 over the
corresponding previous period. KML’s profit before tax (PBT) decreased from Rs. 150
million in 9m 2007-08 to Rs. 120 million in 9m 2008-09.

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 COMPANY’S OVERVIEW

KML entered the auto interior manufacturing business with a single product (seating
system for Maruti 800 CC Car) in year 1994. Today it manufactures 8 different products
with over 100 different models. This is India's First Total Auto Interior Group of
Companies manufacturing all the requirements of auto interiors including Seating
Systems, Rear View Mirrors, Head Rest Assemblies, Arm Rest Assemblies, Seat Trims
(Covers), Injection Moulded Door Trims, Roof liners & Moulded Carpets. The company
has a turnover of Rs. 1200 cr. and has an employee’s strength of 300.

Company achieved all this in short span of time because it firmly practices six F’s
principle throughout the organisation:

Focused: Focus towards customer delight, engineering infrastructure, cost consciousness

and continuous improvements through five S’s, 'Kaizens', Quality Circle Meetings and
Suggestion Meetings

Fast: Fast system & technological up - gradation and implementation

Flexible: Flexible towards customer requirements

Friendly: Creating friendly environment among customer, employees & vendors.

Firm: Firmly adhering to laid down policies & procedures &

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Fun: Achieving the targets in stipulated time.

COMPANY’S VISION

Company’s vision for the future is to be:

“To be the Leader in the Indian Automobile Industry, Creating Customer delight
and Shareholder’s wealth & be the pride of India”. The above vision is based on -

 LEADERSHIP
(i) By Market Share
(ii) By Brand Equity
(iii) By Operational Practices
(iv) By People Strategy

 CUSTOMER DELIGHT
(i) Value for Money
(ii) Quality
(iii) Service

 SHARE HOLDERS WEALTH

(i) High Profitability & Image
(ii) A corporate citizen
(iii) Our products
(iv) Our People
(iv) Our Practices
(v) Our Customer
The leader in the Indian automobile industry
 Creating customer delight and shareholder’s wealth
 A pride of India

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 COMPANY’S MISSION

“To provide a wide range of modern, high quality fuel efficient vehicle in
order to meet the need of different customer, both in domestic and
export markets”

COMPANY’S CORE VALUES

The Five Values identified are as follows:
 Customer obsession
 Fast, flexible and first mover
 Innovation and creativity
 Networking and partnership
 Openness and learning

OBJECTIVE OF KML

 Modernization of Indian Automobile Industry

 Production of fuel-efficient vehicles to conserve source resources
 Production of large number of motor vehicles, which was necessary for economic
growth

ETHOS OF MUL

Employees are Maruti’s greatest strength and asset. It is this underlying philosophy that
has molded its workforce into a team with common goals and objective. The employee-
management relationship is therefore characterized by:

 Participative management
 Team work and Kaizan
 Communication and information sharing

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 Open office culture for easy accessibility

KML’S Organisation Structure

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PRODUCTS IN KML

Krishna Maruti limited and its Group Companies are manufacturing auto interior
components. The current Product Range consists of:-

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 1. Seating Systems
2. Rear View Mirrors
3. Head & Arm Rests
4. Seat Trims
5. Auditorium Seat
6. Injection Moulded Door Trims
7. Roof liners
8. Moulded Carpets

MATERIALS USED IN KML

1) Polyurethane raw materials to produce moulded cushion pads -Polyols &
Isocynates.
2) CRCA sheet metal components.
3) Tubular lengths of various sizes.
4) Water soluble black paints & pre treatment chemical.
5) PVC fabrics.
6) Laminated polyester & cotton fabrics.
7) Wire Spring
8) Polypropylene for injection moulded components.
9) Hardware items.
10) Various industrial consumables like mig wire, adhesives, safety items, spot
welding electrodes etc.
11) Seat adjuster mechanism assemblies.
12) Seat recliner mechanism assemblies.
13) Rear seat lock assemblies.
14) Automotive fabric.
15) Treads.
16) Substrate for roof headliner (rigid foam).
17) Mirror sheets.
18) Felt for moulded carpet.
19) Needles punch fabric for moulded carpet.
20) Fasteners for various sizes.
21) Non - woven fabric.

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RESEARCH & DEVELOPMENT

The R & D Centre has been established with the aim of bringing innovation in seating
systems by incorporating latest principles in seat design. KML is the first seating
manufacturing company in the country to establish such an advance facility. This centre
was established with an investment of $ 1.5 Million. This centre is capable of conducting
tests as per European Homologation (EEC/ECE/FMVSS) and Japanese Standards (JASO)
on not only automotive seating systems but also on other components wherein
repeatability and endurance life has to be ascertained.
The test rigs are certified by Vehicle Certification Agency (VCA) of UK. The centre is
recognised by the Department of Scientific & Industrial Research, Ministry of Science
and Technology, Govt. of India. The set - up includes Vibration Test Rig, Free Flight
Impact Test Rig and Static/Dynamic Strength Test Rig. The software used for these Rigs
produces precise waveforms e.g. Sine, Triangular, Square and Ramps.

FOREIGN COLLABORATION

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 As we look on the foreign collaboration of the company for
arranging and managing the foreign technology as well as the foreign system and
environment then, Door Trim manufacturing facility has been established with Technical
Collaboration with M/s OHTA SHEET of Japan. This agreement was signed on 7th
April 1999.

OHTA SHEET is one of the leading Auto Interior Company of Japan and is in the
business of manufacturing Door Trims, Roof Headliners & Moulded Carpets. OHTA
SHEET is one of the Biggest Suppliers of Door Trims to Suzuki Motor Corporation in
Japan.

As per the Technical Collaboration Agreement OHTA SHEET provides the total Know -
How right from the selection of Raw Materials, Machines, Manufacturing Process and
testing Facilities

TOTAL QUALITY MANAGEMENT (TQM)

Our quest towards achieving customer delight instead of customer satisfaction leads us to
the path of TQM. We are following with the help of CII and Maruti Udyog Limited
under the able guidance of Prof. T. Suda of Japan.

KML’S Strategy To TQM

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Company started its Journey in 1999 and it has already started paying dividends in form
of improved standards, processes, procedures and working culture by preparing the
Business Processes for each activity carried out throughout the company, implementing
Managing Points and Checking Points at all Management Levels and religiously
following the QA Diagrams for doing all the activities.

Company has understood the importance of 3 'G' concepts and Deep Analysis is replacing
problem-solving techniques. Not only we have dedicated team of qualified professionals
for Deep Analysis, we also have created various Quality Circles.
In order to achieve Chairman's Vision, KML has started Policy Deployment Activity
vertically throughout

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 OBJECTIVE OF THE

STUDY

The project is aimed at the process of Training Needs Analysis being followed by
KRISHNA MARUTI LTD. My study will focus on the following: -

1. To study all the activities related to training is well coordinated and centralized.

32
2. To study need for providing the training programmes to the employees.

3. To study training methods being used before deciding on what kind of manpower

is needed for a particular level or job?

4. To study the credibility of various methods of training tapped by the company &

to see the extent of efforts made by the company to select the best among the

various alternatives.

5. To study about the company’s training process cater for long-term career plans for

the employees.

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 RESEARCH
METHODOLOGY

34
 Research Methodology

Research Methodology is a way to systematically solve the research problem. It

is a science of studying how research is done scientifically. It is necessary for the

researcher to know not only the research methods/techniques but also the methodology.

Research is a systematic and objective study in order to reach the ultimate

solution. Research specifies the information required to address these issues:-

1. Design the method of collecting information.

2. Manages and implements the data collection process

3. Analyses the results and communicates the finding and their implications

Research methodology consists of research methods and logic behind the methods

in the context of our research study and explains why we are using a particular method or

technique and why we are not using others so that the research results are capable of

being evaluated either by researcher himself or by others.

Types of business research

Business research produces information to reduce uncertainty. It helps focus

decision making. The nature of the problem will determine whether the research is

1. Exploratory Research

2. Descriptive Research

3. Casual Research

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 Exploratory Research is conducted to clarify the ambiguous problems. Research

is needed to gain better understanding of the dimensions of the problems. This research is

conducted with the expectation that subsequent research will be required to provide

conclusive evidence.

Descriptive research is to describe characteristics of a population of

phenomenon. This seeks to determine the answers to who, what, when, where, and how

questions. Accuracy is of paramount importance in descriptive research. Descriptive

studies are based on some previous understanding of nature of the research problem.

Casual Research is identification of cause and effect relationship between

variables. In casual studies it is typical to have an expectation of relationship to the

explained, such as predicting the influence of price, packaging, advertising and the like,

on sales. Casual research attempts to establish that when we do one thing, another thing

will follow.

STAGES IN THE RESEARCH PROCESS

 Defining the problem

 Planning a research design
 Collecting data
 Planning a sample
 Analysing the data
 Formulating the conclusions
& preparing the report

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Selecting the appropriate research design: -

There are four basic design techniques for descriptive and casual research:

1. Surveys 2. Experiments 3. Secondary data

4. Observation

The objective of the study, available data sources, the urgency of the decision, and

cost of obtaining the data will determine which design technique is chosen.

Surveys

The most common method of generating primary data is through surveys. A

survey is a research technique in which information is gathered from a sample of people

by use of a questionnaire. The task of writing a questionnaire, determining list of

questions, and designing the exact format of printed or written questionnaire is an

essential aspect of development of a survey research design.

Research investigators may choose to contact respondent by telephone, by mail, or

in person. Questionnaire using telephone or by mail are inexpensive methods of data

collection. Personal interviews are expensive, they are valuable because investigator can

utilize the visual aids and supplement the interview with personal observation.

For this project (Training Needs Analysis) Questionnaire method is used for

collecting the information.

37
Planning the sample

A sample is a subset from a larger population. The results of a good sample should

have the same characteristics as the population as a whole. Specifying the target

population is a crucial aspect of the sampling plan. Large samples are more precise than

small samples, but if proper probability sampling is implemented, a small proportion of

total population will give a reliable measure of the whole.

There are two basic sampling techniques: probability and non-probability

sampling. A probability sample is defined as a sample in which every member of the

population has a known, nonzero probability of selection. If sample units are selected on

the basis of personal judgement, the sample method is a non-probability sample.

For this project (Training Needs Analysis) a sample of 100 people is used for

collecting the information.

Data Collection

Once the research design (including the sample plan) has been formalized, the

process of gathering the information from respondent may begin. When questionnaire

method is utilized, some form of direct participation by the respondent is necessary

during the process. The respondent may participate by filling out a questionnaire or by

interacting with the interviewer. There are two phases of the process of collecting the

data: pre-testing and main study. A pre-testing phase using a small sub-sample, may

determine whether the data collection plan for the main study is an appropriate procedure.

38
 Thus a small scale study provide an advance opportunity for the investigator to

check the data collection form to minimise errors due to improper design elements, such

as question wording or sequence. Tabulation of the data from the pre-tests provides the

researcher with a format of knowledge that may be gained from actual study.

For this project (Training Needs Analysis) Survey method is used for data

collection. For this survey a sample of 100 people is taken and they are asked to fill

answers of a questionnaire. The questionnaire was designed in a manner in which it is

self-explanatory. Then a task of tabulating the whole data and analysing the data was done

to come out with conclusions and the graphs were generated to interpret the result.

Data processing and data analysis: -

Data processing generally begin with editing and coding of the data. Editing

involves checking the data collection forms for omission, legibility, and consistency in

classification. The editing process corrects the problems like interviewer errors (an

answer recorded on the wrong portion of the questionnaire) before data are transferred to

a computer or readied for tabulation.

The rules for interpreting, categorizing, recording and transferring the data to the data

storage media are called codes. This coding process facilitates computer or hand

tabulation. If computer analysis is to be utilized the data are entered into the computer and

verified.

39
Analysis – Analysis is the application of logic to understand and interpret the data that

have been collected about a subject. Analysis may involve determining the consistent

patterns and summarizing the appropriate detail revealed in the investigation.

When a task of tabulating the whole data and analysing the data was done to come

out with conclusions and the graphs were generated to interpret the result.

Conclusion and report preparation: -

The purpose of the research is to make a business decision. The final stage in the

research process is to interpret the information and make conclusions for managerial

decisions. The written report is a historical document that will be a source of record for

later uses.

Then a task of tabulating the whole data and analysing the data was done to come

out with conclusions and the graphs were generated to interpret the result.

Type of research : Exploratory research

Sources of data : Primary and Secondary

Primary data : Questionnaire

Secondary data : Books, Annual report of the company

Data collection method : Survey

Sampling technique : Random Sampling

Sample size : 100 they include

40
ANALYSIS OF THE

PROBLEM UNDER

STUDY

41
The analysis of my study on Training Needs Analysis process in Krishna Maruti Ltd is

as follows:-

TRAINING OF TRAINEES – STAFF

1. Graduate Engineer Trainee including IIT & M. Tech. / Engineer Trainee /

Diploma Engineer Trainee has to take training for 2 months. The training duration

should be reduced.

2. Trainees during the period of training shall be entitled to normal statutory

benefits as the respective enactment may require complying with (PF, ESI, etc.)

3. Trainees shall be entitled for leaves as per the leave policy for staff.

4. Stipend rate for trainees will be decided by Corporate HRM from time to

time.

MENTORING FOR TRAINEES

1. Meeting with Trainee: Mentor’s first meeting with the Mentee should be

introductory. How they can contact each other and be available as and when

required.

2. Frequency and Timing of Meeting: Meeting between Mentor and Mentee

should be held at least for 2 hours once in a month.

3. It is also advised that the Mentor has one lunch or dinner outside office

with Mentee once in six months. This will give the opportunity to Mentee and

Mentor to understand each other better.

42
The table gives the details of the minimum qualifications requirement for relevant trainee:

S. No Jr. Executive /
Particulars Asst. Manager
Executive

I. Technical Areas

a. Production Diploma Degree / Diploma with 3 yrs exp.

b. PPC Diploma Degree / Diploma with 3 yrs exp.

c. Stores Diploma/B.Com Diploma/B.Com with 3 yrs exp.

d. Maintenance Diploma Degree / Diploma with 3 yrs exp.

e. Purchase Diploma Degree / Diploma with 3 yrs exp.

f. Supplier Development Diploma Degree / Diploma with 3 yrs exp.

g. Q.C. & Q.A Diploma Degree / Diploma with 3 yrs exp.

h. Design Diploma Degree / Diploma with 3 yrs exp.

j. Production Engg. Diploma Degree / Diploma with 3 yrs exp.

k. Tool Room Diploma Degree / Diploma with 3 yrs exp.

II. Marketing & Sales Diploma Degree/MBA/Dip. with 3 yrs exp.

III. Accounts & Finance M.Com./ B. Com. CA / ICWA/CS / MBA OR

M.Com/B.Com with 3 yrs exp.

IV. HRM Graduate + Dip. MBA / MSW/LLB OR PGD with 3

P.M. & I.R./HRM yrs exp.

V. Systems / IT Graduate+ Dip. in MCA/Degree OR Dip. with 3 yrs

Computers exp.

VI. Receptionists Graduate --

VII. Stenographers Graduate + Dip. --

in Secy. Practice

43
Designations:

a. Diploma /Graduates with one year experience would be designated as - Executive

b. All others - Jr. Executive

c. DET after completion of 1 yr training will be designated as - Executive

d. All Trainees – GET, ET, MT, CA, ICWA and CS (Fresh from the Institute) after one

year training will be placed as - Asst. Manager

e. All employees in level V will be placed as – Asst. Manager

REFERENCE CHECKING (STAFF)

 Letter of appropriation should be given to all those trainees who perform their best

during the training period.

 Special rights should be given to all those trainees who perform well.

 Leaves should be given when needed by trainee.

 Provide best sources to trainees so that they can gain more knowledge during

training.

 If any employee destroys the training sources should be viewed seriously and

terminated immediately.

44
INTERPRETATION OF

RESULT

45
The following are interpretation of the results collected from the employees through the

questionnaire prepared by me to study the awareness amongst the employees of

KRISHNA MARUTI LTD. on the Training Needs Analysis process followed by their

company: - (The questionnaire is attached in the Annexure.)

Q. 1 Was the training content related to your work ?

Ans.

According to the pie chart 15% of the employees say that neither they agree nor they
disagree. 10% of them disagree. 17% of them agree whereas 55% of them strongly agree
that the training content was related to their work.

Now the conclusion that we draw that more than 60% of the employees says that training
content was related to their work.

46
Q. 2 Was the training content better than your
expectation?

Ans.

In this 2% of the employees not really found it better than their expectation whereas 6%
of them have a mediocre point of view 25% says it was definitely better than their
expectation & 65% of them say it was somewhat above their expectation.

Q. 3 Was the training content practical?

Ans.

47
5% of the employees say that training content was not really practical, 26% says neither
whereas 28% of them say that it was practical on the other hand 41% have an opinion that
it was somewhat practical.
Q. 4 Was the training duration too long or too short?

Ans.

According to 6% duration should have been a little more lengthy, according to 7% the
duration should have been a little less , 9% says that it was a little too short. 31%says it
was a little too long & 41% says neither it was too long neither it was too short.

Q. 5 Did the training included new knowledge and skills?

Ans.

48
According to 100% employees, the training includes new knowledge and skills.

Q. 6 You developed a sense of responsibility with regard to your work?

Ans.

Only 4% feels that they have developed a greater sense of responsibility where as 35%
feels that only a slight change has taken place, 61% says a considerable change has taken
place.

Q. 7 You became able to set targets effectively?

Ans.

49
Only 1% says that they have not been able to set targets effectively, 2% says that they
have observed a complete change, 35% says a slight change has been observed & 62%
says a greater improvement has taken place.
Q.8 Your ability to solve problems improved?

Ans.

2% says that it has not changed much, 4% says it has changed completely, according to
31% a slight change has occurred & 63% says that it has changed considerably.

Q. 9 You began to take more active leadership role?

Ans.

50
5% says that not much improvement has been seen whereas 8% says that they are
observing a complete change, 26% says a slight change has occurred & 61% says that
considerable change has been observed

Q. 10 Your loyalty to company has increased?

Ans.

Only the 5% says their loyalty has not changed much, 15% have observed a slight
change, 50% says their loyalty has changed considerably, whereas 30% says their loyalty
has improved completely.

Q. 11 Your morale at work has increased?

Ans.

51
11% says that their morale has changed completely & 24% have observed a slight change
& 65% have observed a considerable change.

Q. 12 Your management ability has improved?

Ans.

3% says that management ability has not changed much for 12% of the employees it has
changed completely for 20% slight change has taken place & for 65% a considerably
change has taken place.

Q. 13 You become more safety- conscious?

Ans.

52
3% of them have not observed much change whereas on the contrary 9% have seen a
complete change, 25% of them have seen a slight change & 63% have seen a considerable
change.

Q. 14 You become able to express your own opinion?

Ans.

26% have observed a complete change whereas 4% have not observed much change, 20%
have observed a slight change & 50% have observed considerable change.

53
 CONCLUSION

Many large, ambitious projects require that people work together, so teamwork has
become an important concept in organizations. Effective teams are an intermediary goal
towards getting good, sustainable results. Company has seen increasing efforts through
training to help people to work together more effectively and to accomplish shared goals,
whether colleagues are present or absent “The old structures are being reformed. As
organizations seek to become more flexible in the face of rapid environmental change and
more responsive to the needs of customers.

It can be easily inferred from the analysis of the questionnaire that an effective training
program is a must to be followed as well as timely and effective training sessions are
must for old as well as new employees.

The analysis of the questionnaire revels that AOTS training is very essential for an
employee to increase his knowledge, skills and thus his competence overall with this
training the employees have been able to perform well on the areas where he was lagging
behind.

After this training the employees have improved upon their creativity, sense of
responsibility , communication skills, their confidence level have gone up, awareness of
Japan have also increased, they are now able to make good proposals , management
ability have also improved they have become more safety conscious. With the impartment
of this training there income level has also gone up. The trained employees share their
experiences with their fellow colleagues and helped them enhancing their knowledge and
skills.

54
 SUGGESTIONS /

RECOMMENDATIONS

55
 More and more training opportunities are provided to the employees so that they
are able to improve upon their knowledge and skills.

 Training should be drafted in a manner that it increases the income level of

employees.

 Enough facilities should be made available so that the acquired knowledge and
skills could be imparted to their fellow colleagues.

 Training period should not be too long.

 All the necessary information regarding the training should be given to the
employees before they leave for Japan.

 Management should make sure that acquired knowledge and skills is

communicated to more number of people.

56
 REFERENCES
(Bibliography & Websites)

57
1. Company’s Website www.krishnamaruti.com

2. Reference website www.wikipedia.com

3. Reference website www.google.com

4. Magazine Business world Magazine

5. Resources Tata Mc Graw Hill, 9th eddition

6. Human Resource management Ashwathappa

(reference book)
7. Personnel Management & Venkataratnam and Srivasttava, 1998

Human (reference book)

8. Profile Company’s Profile

58
ANNEXURE

59
 QUESTIONNAIRE

Dear Sir / Madam,

I am, Sunil Kumar, a summer trainee in your organization. I am going to
conduct this survey as a part of my project in the field of Human Resource Management.
The purpose of this activity is to know the level of employee’s awareness on the
TRAINING NEEDS ANALYSIS procedure of the organization.

Employee’s Name : __________________

Department : __________________
Staff / Associate : __________________

1. Was the training content related to your work?

Strongly Disagree Disagree Neither Agree Strongly Agree

1._____ 2._____ 3.______ 4.______ 5.______

2. Was the training content better than your expectation?

Not at all Not really Neither Somewhat Definitely

1.____ 2.____ 3.____ 4._______ 5.______

3. Was the training content practical?

Not at all Not really Neither Somewhat Definitely

60
 1.____ 2.____ 3.____ 4._______ 5.______

4. Was the training duration too long or too short?

Too long A little too long Neither A little too short Too short

1.____ 2.____ 3.____ 4._______ 5.______

5. Did the training include new knowledge and skills?

A little Bit Yes No Don’t Know

1.____ 2.____ 3.____ 4._______

6. You developed a sense of responsibility with regard to your work?

No change Not much change Slight change Con change Complete change

1_______ 2._________ 3._______ 4.______ 5._______

7. You become able to set target effectively?

No change Not much change Slight change Con change Complete change

1_______ 2._________ 3._______ 4.______ 5._______

8. Your ability to solve problem improved?

No change Not much change Slight change Con change Complete change

1_______ 2._________ 3._______ 4.______ 5._______

61
9. You become more active to take leadership role?

A little Bit Yes No Don’t Know

1.____ 2.____ 3.____ 4._______

10. Your loyalty to the company increased?

No change Not much change Slight change Con change Complete change

1_______ 2._________ 3._______ 4.______ 5._______

11. Your morale at work has increased?

No change Not much change Slight change Con change Complete change

1_______ 2._________ 3._______ 4.______ 5._______

12. Your management ability has improved?

No change Not much change Slight change Con change Complete change

1_______ 2._________ 3._______ 4.______ 5._______

13. You become more safety conscious?

No change Not much change Slight change Con change Complete change

1_______ 2._________ 3._______ 4.______ 5._______

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14. You become able to express your opinion?

No change Not much change Slight change Con change Complete change

1_______ 2._________ 3._______ 4.______ 5._______

Thank You!!!

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